►
From YouTube: Recruiting on a Global Scale
Description
Hiring remote employees exponentially increases access to talent but things can quickly get complicated. This panel offers tactical info on how to find, recruit, compensate, and onboard exceptional people who will thrive in a remote work setting.
Moderator:
Mark Jacobson, CEO at Terrain Advisors
Panelists:
Betsy Church - Sr. Talent Brand Manager at GitLab
Brittany Rohde - Compensation & Benefits Manager at GitLab
AJ Josephson, VP of Human Resource at Miro
Andrew Carges VP, Global Talent Acquisition, Elastic
Read more about all-remote: https://about.gitlab.com/company/culture/all-remote/
A
Guys
for
all
coming
outs,
it's
a
great
turnout
today,
I
think
it
kind
of
speaks
to
the
level
of
interest
in
remote
work,
which
is
the
topic
du
jour,
so
I'm,
Kyle,
Doherty
managing
director
with
general
catalysts,
we're
a
venture
capital
firm.
That's
been
investing
in
tech
companies
for
about
20
years
now,
companies,
including
Airbnb,
stripe,
snapchat
and
thankfully
gitlab.
A
A
If
you
can
really
expand
the
boundaries
beyond
just
your
geography,
you
can
really
actually
have
a
pretty
nice
competitive
advantage
versus
other
companies
as
well
cost
of
living
issues.
You
know
the
major
tech
hubs
have
experienced
significant
increases
in
housing
costs
and
just
general
issues
that
a
lot
of
people
can't
do
that
they
can't
move
to
San,
Francisco,
also
work-life
balance.
A
You
know,
there's
shifting
values
around
how
people
want
to
live
their
lives
and
remote
work
enables
people
to
live
it.
The
way
that
they
want
to
so
you're,
going
to
hear
from
a
number
of
leaders
today
from
organization
that
are
applying
remote
work
and
they're
all
doing
it
slightly
differently.
There's
no
one-size-fits-all,
some
like
gitlab
or
fully
remotes
no
offices,
others
are
taking
more
hybrid
approaches
to
it.
There's
no
right
or
wrong
answer,
but
I
do
think
we're
gonna
take
away
some
really
good
nuggets
of
wisdom.
A
A
It's
a
good
question.
I
think
you'll
see
a
theme
through
all
of
these
panels.
That's
face
to
face
still
matters
pretty
much.
Every
company
still
does
at
least
one
of
any
year.
They
bring
everybody
together
in
person
to
be
able
to
talk
and
learn.
So
we
felt
that
was
important
for
this
conference
as
well.
So
with
that
I'll
hand
it
over
to
Sid.
B
B
There
are
certain
values
that
are
super
helpful.
It's
helpful
to
be
intentional
about
informal
communication,
there's
lots
of
other
things
that
we
hope
we'll
address
today.
We
we
really
are
will
try
to
go
into
the
details
and
give
you
those
things
that
you
need
to
do
remote
write
in
your
organization.
B
C
Thank
you
welcome
in
good
morning,
I'm
Sun,
K
and
I'm
your
MC
today,
and
we
have
an
amazing
line-up
of
experts
for
you.
What
we
hope
to
achieve
is
to
have
a
highly
interactive
session,
where
we
can
demonstrate
how
we
can
make
remote
work
successful
in
so
many
different
ways.
So
our
agenda
is
up
here
and
to
make
this
interactive.
C
We
urge
you
to
use
your
to
use,
slide
o
to
enter
your
questions
and
you
can
either
download
the
app
or
I'm
told
it's
actually
easier
to
just
go
on
to
the
slider,
comm
and
punch
in
your
numbers
and
while
you're
using
your
phone,
please
remember
to
turn
them
on
silent,
a
couple
of
housekeeping
things.
You
know
the
exit
in
the
front.
We
also
have
another
emergency
exit
over
here
and
we
have
two
sets
of
restrooms
just
outside
where
that
exit
sign
is
in
the
entrance
and
then
some
right
below
the
fan.
C
D
All
right
good
morning,
how's
everyone
doing
there's
at
least
three
people,
awake,
how's,
everyone
doing
all
right
all
right.
We
have
a
great
panel
today,
thank
you
to
General
Catalyst
team
for
for
inviting
me
and
inviting
everyone
here.
It's
good
to
connect
chat
with
everyone
in
prepping.
For
today's
session.
D
E
I'm
AJ,
my
backgrounds
really
been
in
learning
and
development
and
people
system,
design,
thinking
about
building
platforms,
global
platforms,
local
platforms
to
attract,
engage
and
retain
top
talent
right
now,
I'm
at
Mero
we're
210
people,
I
work
with
people
across
the
full
12
time
zones.
So
my
days
start
at
a
7:00
a.m.
every
day.
E
The
time
zone
couldn't
get
worse
without
getting
better
because
it's
exactly
all
this
part
of
the
world,
so
we've
made
that
work
and
one
fun
fact
about
me
is
I,
was
I
was
chased
by
a
wombat
when
I
was
15
and
I,
don't
think
I
ever
truly
recovered.
If
anyone
bat
survivors
out
there,
we
can
meet
off
to
the
session
wombat.
F
I'm
Britney
roadie
I
started
to
get
lab
when
we
were
much
smaller
series,
a
phase
and
from
that
time
I
started
out
as
sort
of
a
people.
Ops,
generalist
all
different
things
from
recruiting
to
actually
writing
and
sending
out
contracts
and
I've
become
more
specialized
in
the
development
of
our
compensation
and
our
benefits
practices
globally.
I'm
based
out
of
Nashville
so
traveled
out
here
for
the
conference
and
and
fun
fact
about
me,
is
whenever
anybody
is
on
a
video
call
with
me.
I
have
two
office
assistants,
a
st.
G
Betsy,
church
and
I
am
based
in
Charlotte,
North
Carolina,
so
like
Brittany
I've
traveled
here
today
and
I'm
excited
to
be
here.
I
previously
prior
to
get
lab
was,
was
working
for
another
technology
company
and
doing
employment,
branding
work
for
them
as
well
a
larger
company.
So
it's
been
really
cool
to
be
able
to
come
to
get
lab.
I
started
earlier
this
year
and
kind
of
bring
that
knowledge
to
a
company
that
is
starting
out,
but
has
an
awesome
foundation
with
with
the
talent
brand,
and
so
it's
been
exciting
to
be
here.
H
Hi
I'm
Andrew,
Curtis
I've,
been
in
talent,
acquisition
or
staffing
recruiting
for
about
20
years
and
hyper
growth
companies
I
recently
joined
elastic
about
about
about
two
years
ago.
One
of
the
reasons
was
because
of
this
distributed
concept.
This
remote
concept,
thinking
about
how
to
take
a
company
from
500
to
5,000
over
the
next
few
years,
was
really
something
that
was
exciting.
The
bane
of
my
existence
has
been
trying
to
find
developers
and
hubs
in
New
York
and
Boston
and
Chicago
Shanghai
to
Hyderabad.
So
it
was
a
really
interesting
concept
of
hey.
H
H
D
E
I
think
early
stage,
you
don't
have
the
resources
in
time
to
engage
a
lot
of
services,
so
it's
all
about
trust,
you're,
no
less
a
founder
you're,
either
really
good
at
networking
listening
to
smart
people
and
stealing
their
ideas
or
you're.
Gonna
get
really
good
at
that.
So
from
my
experience,
it's
a
lot
about
building
your
network
of
informal
advisor
advisors
and
partners
and
asking
them
to
debrief
you
on
what
they
know
so
you're
trying
to
hire
someone
in
the
Netherlands
for
the
first
time
and
you've
a
million
questions.
E
How
could
you
ever
find
the
information?
Well
you're
gonna
find
somebody
who's
done
it
before
and
you're
gonna
get
them
to
give
you
15
minutes
to
30
minutes
to
download
on
the
thing
that
everyone
in
Amsterdam
already
knows
and
then
go
from
there.
So
a
lot
of
it's
about
pumping
your
network
and
not
being
afraid
to
reach
out
information
is
free.
It
doesn't
mean
it's
easy
to
access,
but
that's
what
early-stage
hustle
is
about
got.
H
What
I
see
out
there
is
people
reach
out
to
me
all
the
time
I
just
recently
got
reached
out
to
by
a
CEO
of
a
smaller
company.
That
said,
look
I'm,
trying
to
go
from
this
five
hires
a
month
to
50.
How
do
I
do
that
and
we
talked
about
the
various
things
that
he
needed
for
his
company
that
are
very
different
from
what
we
do
right
and
I
think
you're
spot
on
leveraging
your
network
people
are
out
there
and
willing
to
help.
You
might
get
ghosted
or
you
might
get.
H
You
know
a
non-response,
but
most
of
the
people,
I
think,
are
really
excited
about
what
others
do
and
they're
willing
to
share
their
knowledge
about
how
to
recruit,
how
to
find
people
I.
Think,
as
you
start
talking
to
people,
this
is
what
I
do
as
a
recruiter.
I
manage
our
executive,
recruiting
at
elastic
and
I.
Just
talked
to
one
person
like
yesterday.
I
talked
to
this
person
who's
a
friend
of
mine
just
about
family
stuff,
and
he
said
hey.
What
are
you
working
on
and
I
said?
H
D
As
you're
looking
at
this
and
you're
beginning
to
kind
of,
you
know
fact
find:
how
do
you
think
about
Regents
right?
How
do
you
think
expansion
to
different
cities
in
the
u.s.
internationally
and
layer
kind
of
an
added
dimension?
How
do
you
think
about
that
from
a
tech,
talent,
perspective
versus
a
managerial
perspective?
H
I'll
go
we're
a
larger
company,
so
we
can
afford
some
tools
out
there
and
I,
don't
know
the
size
of
your
organization's
or
where
you're
going.
But
as
you
get
larger,
there
are
tools
out
there
that
will
afford
you
these
opportunities
to
understand
that
my
CFO
came
to
me
and
said:
I
want
to
hire
a
bunch
of
accountants
and
I,
don't
want
to
do
it
in
the
Bay
Area
where's
the
best
place
to
go
for
that,
and
so
we
used
a
tool
called
insights
by
LinkedIn.
H
Every
time
we
open
up
a
distributed
job
and
it
really
helps
us,
so
those
tools
can
be
very,
very
helpful
for
you.
If
you
can,
you
know,
read
those
articles.
Sometimes
they
come
out
once
or
twice
a
year.
These
are
the
best
markets
for
diverse
talent.
These
are
the
best
markets
for
accountants
or
for
this
type
of
skill
set.
Austin
is
obviously
up-and-coming.
We've
been
hiring
a
lot
of
people
there
and
it's
a
great,
affordable
market,
so
I
would.
E
Say
like
if
and
if
you're
smaller
than
that,
you
can't
afford
tools.
My
question
to
you
is:
can
you
just
fast
follow?
Can
you
go
where
other
people
are
going?
The
danger
is,
if
you
think,
I've
got
a
great
idea.
I'm
gonna
go
to
Perth
Australia
I'm
gonna
hire
my
first
engineers
there,
and
there
are
no
software
engineers
that
you
need
there.
You
can,
you
can
think
a
year
you're
18
months
and
a
lot
of
capacity
trying
to
make
that
work.
E
D
D
Is
you
know,
do
you
kind
of
look
at
the
second
expansion
or
a
multi-city
expansion
around
kind
of
competencies?
Do
you
do
it
just
a
little
bit
ad
hoc
and
say:
okay,
we're
gonna
commit
to
being
more
distributed
being
more
remote,
we've
got
the
infrastructure
and
the
tolerance
to
do
that
curious
to
hear
you
know
your
perspective
on.
You
know
if
you
are
to
open
up
a
secondary
site
or
multiple
sites
like
how
would
you
really
dissect
that
what
are
the
challenges
you
find?
How
do
you
overcome
some
of
them
I.
E
Think
the
biggest
challenge
is,
is
the
talent
there?
We
is
a
town
there
we
need
so
we've.
We've
got
a
big
presence
in
LA,
we've
hired
amazing
people
in
LA,
and
it's
been
really
great
for
certain
roles
and
then
other
roles.
It's
been
incredibly
hard
to
fill
and
you
think
well
la
is
a
mega
city
but
biggest
city,
one
of
the
biggest
cities
in
America.
Incredibly
telling
people
across
the
thing
totally
different.
E
Tell
them
Talent
Profile
in
the
Bay
Area
or
in
New
York,
so
I
think
number
one
is
is
the
talent
there
number
two
is
for
us
is
how
the
time
zones
work
without
collaboration
like
we
have
some
pretty
intense
times
in
differences,
and
so
we
can,
you
can
make
it
work.
It's
got
to
change
a
lot
of
how
you
collaborate
and
where
you
have,
which
teams
so
do
the
time
zones
work
with.
We've
got
stand-up
scrum,
so
you
don't
want.
E
Have
people
in
scrums
ranged
across
12
hours,
that's
not
going
to
work
out
and
then
cost
isn't
as
another
factor
and
and
then
there's
a
bunch
of
cities
where
there
is
talent,
but
you
double-click.
The
talent
has
all
migrated
to
that
city
and
is
that
sustainable
for
scale
or
is
that
always
gonna
be
a
lot
of
extra
lift
for
the
recruiting
team
injury.
D
When
you've
looked
at
different
events
in
Denver,
you
mentioned
Austin
and
I
think
a
few
others.
What
went
into
the
analysis
is
kind
of
how
to
pick
those
cities
beyond
maybe
just
there's
a
concentration
of
accountants,
I'm
sure
that
was
a
key
component
of
that
particular
exercise.
But,
as
you
thought
about
scaling
beyond
that,
what
was
the
the
math
behind
that.
H
Again,
I
use
these
specialized
tools
that
I
do
recommend
as
you
get
to
a
certain
point,
but
they
will
say
you
know
in
the
Bay
Area
in
engineer.
You
know
the
attrition
is
like
one
point:
nine
months
or
one
point
one,
one
year,
nine
months
like
that's
how
long
they
stay
in
a
company.
When
you
look
at
Arizona,
they
stick
around
for
11
years
in
a
company,
you
look
at
Philadelphia.
H
They
stick
around
for
seven
years
when
you
look
at
Denver
accountants,
they're
there
for
seven
years,
all
right
when
you
look
in
the
Bay
Area
Denver
accountants
are
gone.
You
know
24
months,
so
there's
data
around
that
there's.
Also
the
data
around
like
I
said
diversity.
We
just
talked
to
a
guy
yesterday
who
owns
the
diversity
Network
for
Hispanics
and
he's
going
to
run
a
campaign
for
us
that
has
900
Hispanic
accountants,
just
what
we're
looking
for
and
70
percent
of
them
are
women.
H
E
On
that,
for
a
second
I
also
heard
yesterday
from
thousand-person
sass
company
here
same
point
about
Denver,
not
about
retention,
but
about
expectations
for
career
progression.
So
they
were,
they
hired
a
bunch
of
support
people
in
SF,
all
of
who
wanted
to
be
moving
engineering
at
the
good
from
support
to
technical
support,
an
end
to
end
after,
like
a
year,
18
months
of
really
hungry
in
Denver
that
people
who
were
very
happy
with
careers
and
support
for
four
five
six
years.
So
that's
a
really
different
dynamic
there
as
well.
D
H
Just
talking
to
Ronda
about
that,
this
is
the
first
time
in
my
20-year
career
I
haven't
either
LED
or
built
a
campus.
Recruiting
function
it's
hard
because
our
entire
tech
team,
it
works
out
of
their
home
and
that's
almost
40
percent
of
our
company
right
now,
we're
almost
2,000
people.
So
it's
a
very,
very
large
engineering
function
and
it's
it.
You
know
when
you
think
about
a
campus
student
I
was
telling
Ronda.
H
Is
there
they're
coming
out
of
their
home
right
where
their
social
dynamic
is,
and
then
they
go
to
a
school
where
their
social
dynamic
gets
much
bigger
all
right
and
then
they
go
and
they're
going
to
work
from
their
home.
You
know
behind
my
door
is:
is
for
children,
my
wife
to
guinea,
pigs
and
a
dog,
and
a
cat
like
I,
got
a
pretty
big
social
dynamic
when
I
open
that
door.
H
H
You
know
coffee
meetings
in
the
morning
lunch
and
dinners
with
their
friends
so
that
they
get
that
social
dynamic,
but
sometimes
working
from
home,
and
it's
just
you,
you
know
one-person
apartment,
I
can
get
pretty
lonely
and
we
have
had
people
that
have
come
into
the
company
and
said
man
I
thought
this
was
going
to
be
great.
This
isn't
great,
and
so
we've
had
people
who
have
left
for
that
specific
reason.
It
just
wasn't
a
fit
for
them.
D
So
shifting
gear-
let's
talk
a
little
bit
about
you
know
how
you
attract
talent.
Let's
talk
about
the
interview
process,
the
way
you
kind
of
financially
structure
the
business.
You
know
we'd
love,
to
hear
your
thoughts
just
around
like
process
approach,
best
practices,
maybe
just
kind
of
a
high-level
intro.
We
can
drill
into
a
couple
more
questions.
G
So
that's
a
really
important
kind
of
high
level
piece
of
how
our
interview
process
is
set
up,
and
you
know
it
definitely
depends
on
the
role
like
exactly
the
way
that
might
be
structured.
But
we
we
published
all
of
that
in
the
job
description
and
the
job
family
and
our
handbook.
Our
company
handbook,
is
completely
public
and
has
all
of
that
information
kind
of
at
your
fingertips
so
that
a
candidate
can
be
really
well
informed.
Coming
into
our
process,
great.
D
G
So
for
forget
lab
at
least
we
heavily
use
our
own
product
for
that.
So
you
know
especially
for
for
things
like
onboarding
new
candidates,
but
if
you
take
it
step
back
to
the
interview
process,
you
know
everything
in
our
handbook
tells
you
what
what
you're
gonna
need
to
to
really
know
to
be
successful
at
get
lab.
And
so
it
takes
you
through
what
those
tools
are
and
kind
of
gives
you
that
ability
to
see
it
in
advance.
G
G
We're
able
to
really
determine
whether
somebody
is
going
to
succeed
and
in
that
type
of
environment
and,
like
Andrew,
said,
like
certain
people,
may
not
thrive
in
that
type
of
kind
of
video
chat,
environment
and
and
being
able
to
work
that
way
every
day,
and
so
it's
important
in
the
interview
process
not
only
to
give
them
that
sort
of
taste
of
what
it's
like
to
work.
That
way,
but
also
you
know,
really
really
find
out
whether
they're
going
to
be
to
thrive
in
that
type
of
remote
environment.
E
E
Yeah
I'm
just
gonna,
say
that
I
think
it
sounds.
I,
love
your
documentation
and
good
love,
it's
really
world-class,
and
in
so
many
areas
for
earliest
age
people.
What
are
the
kind
of
like?
What
are
the
big
steps
they
need
to
think
through
day
to
make
those
you
know
zero
to
50
steps,
their
recruiting
process.
H
Wow
fifties
a
lot:
yeah,
don't
make
it
50
for
me:
I,
don't
care
if
you're
a
remote
company
distributed
or
if
you've
got
a
dev
Center
I
mean
San
Francisco.
The
most
important
thing
you
can
do
and
hiring
anybody
is
spending
as
much
time
upfront,
knowing
exactly
what
you're
looking
for.
If
you
really
define
that
well
and
you've
got
three
four
five
people
who
are
gonna,
you
know
be
your
core
interviewers
you're
gonna
have
25
very
specific
things,
you're
looking
for
and
each
one
of
those
five
people.
H
It's
gonna
have
those
five
things
that
they
are
good
at
interviewing
to
focus
on
and
then
at
the
end
you
come
together
after
an
interview,
and
you
all
talk
about
those
things
and
you
figure
out
what
are
the
trade-offs?
What
are
the
must-haves?
Does
this
person
have
the
potential
and
the
capabilities?
And
you
know
what
are
we
gonna
have
to
train
them
or
what
are
they?
Gonna
really
add
value
to
the
team
and
and
then
you
can
make
a
really
sound
decision.
What
I
find
is
the
worst
thing
that
every
company
start-ups
tend
to
do.
H
G
H
You're
going
to
be
spending
a
lot
more
time,
you
know
trying
to
fix
that,
and
so,
if
you're,
making
rec
decisions
after
you've
talked
to
a
candidate
right,
what
I
mean
by
that?
Is
you
start
talking
about?
Oh
you
know
we
really
need.
We
really
need
these
three
skill
sets.
After
we've
talked
to
this
person
right,
you
didn't
put
enough
time
in
upfront
to
really
define
what
that
rec
was.
G
That
will
then
bring
you
more
informed
candidates
already,
so
that
you're
not
using
the
interview
process
to
also
be
trying
to
kind
of
bring
them
up
to
speed
and
make
sure
that
they,
actually,
you
know,
know
about
your
values
or
fit
with
them,
or
it
can
add
to
them,
and
you
know,
contribute
to
them.
So
I
think
that
is
a
huge
piece
of
the
upfront
work
that
you
can
do
without
a
huge,
expensive
tool
or
someone
to
do
it
formally
full
time.
Quite
yet,
that's
really
important.
In
the
end,
that.
E
Makes
a
lot
of
sense
one
of
the
challenges
I've
seen
in
early
stage
and
even
Mediate
mid
stage?
Is
people
start
recruiting
by
consensus
like
we
all
like
this
person
and
we
can
judge
expertise
by
people
who
look
like
us:
hey,
I'm,
an
MIT
engineer,
I
know
what
good
looks
like
of
an
MIT
engineer,
but
now
I'm
talking
to
someone
from
a
different
college,
CSU
another
kind
of
school,
different
background,
someone
who
has
not
been
coding
so
10
but
has
went
to
boot
camps
and
maybe
moved
in
the
later
stage.
E
How
do
I
judge
what
that
looks
like
or
this
person
is
in
another
country?
How
do
I
judge
what
that
looks,
like
so
I
think
when
you're
at
first
it's
easy
to
recruit
people
who
look
like
you
consensus,
but
then
making
that
migration
to
destruction.
What
you're
talking
about
is
super
important
and
especially
when
you're
getting
more
diverse
candidates.
It.
H
Please
don't
ever
put
that
in
again,
you
had
five
things
to
focus
on
what
were
those
five
things
that
you
really
liked
about
them
right
and
it
helps
when
you
do
get
a
couple
of
candidates
and
they're
diverse
and
people
start
leaning
in
that
direction
of
the
MIT
or
the
they
were
at
four
years
at
Amazon
or
all
they
were
at
Google.
You
got
all
excited
it's
like
whoa,
whoa
whoa.
What
does
it
have
to
do
with
these
five
things
that
you
were
supposed
to
focus
on,
and
it
really
removes
a
lot
of
that.
D
When
you
start
looking
at
talent
in
different
regions,
you
know,
obviously
the
bay
area
is
arguably
the
most
expensive
talent
pool,
probably
not
much
of
a
debate,
but
you
start
looking
at
secondary
and
tertiary
sites.
How
do
you
think
about
compensation
and
benefits?
You
know,
maybe
even
more
specifically,
you
know
we
covet
equity
in
the
bay
area.
A
lot
of
other
tech
hubs
do
a
lot
of
other
regions,
don't
maybe
feel
the
same
way.
D
F
It
can
be
equitable.
Among
you
know,
regardless
of
gender
or
ethnicity,
you
know,
and
it's
very,
very
open
source
in
that
sense
too.
In
addition
to
that,
it's
important
document
what
your
total
rewards
package
looks
like.
So
we
have
our
global
compensation
page
that
has
whether
we
offer
base
salary
bonus
stock
options.
F
We
even
put
specifically
what
number
of
stock
options
we
recently
created:
a
stock
options,
calculator
that
actually
will
help
sort
of
model
that
out
for
you,
depending
on
different
scenarios,
so
really
that
transparency
around
compensation
from
the
start
and
having
it
documented
and
clear
to
candidates
to
your
team,
you
know
for
any
increases
or
changes.
They'll
have,
but
also
just
you
know,
to
the
wider
community
sharing
those
best
practices.
Since
a
lot
of
remote
companies
might
look
at
compensation
from
different
lenses.
E
One
little
slightly
funny
story
that
I
learned
less
cooler
months
is
not
everyone
understands
the
value
of
equity
like
in
the
Bay
Area,
it's
like
breakfast,
so
it's
pretty
clear
exactly
it's
the
best
meal
of
the
day
is
your
your
one
year,
cliff
or
whatever,
and
we
have
a
big
operation
in
Russia
and
Russians,
didn't
really
believe
in
equity
and
partly
because
they
had
like
yeah
okay.
This
piece
of
paper
says
that
I'm
gonna
be
whatever
in
next
years
and
in
the
history
there
was
a
bit
of
like
some
financial
scams.
E
D
So,
with
the
time
remaining
I
thought,
maybe
we
would
just
shift
to
address
some
of
the
questions
coming
from
the
audience,
so
I
think
I
may
be
just
taking
a
step
back.
You
would
love
to
hear
more
from
the
from
the
gitlab
members
you're
unique
in
the
sense
that
you're
all
remote
and
you're
north
of
a
thousand
people
you
can
you
just
share
a
little
bit
more
about
like
that
story
in
that
evolution,
yeah.
D
F
G
Experience
as
well
like
not
only
do
we
document
it
in
the
handbook,
but
we're
very
careful
to
put
it
on
things
like
a
link
to
it
on
things
like
glass
door
and
in
places
right
candidates,
they're,
gonna
kind
of
touch
your
brand
before
they
even
get
to
you.
So
we
want
to
be
sure
that
that
experience
is
as
as
good
as
it
can
be,
and
that
they're
not
kind
of
learning
too
far
down
the
line
that
they
are
in
a
country
where
we
can't
hire.
G
D
F
There's
so
many
different
ways
you
can
offer
those
plans
whether
you
offer
stock
options
rsu's,
you
know,
depending
on
what
stage
of
a
company
you're
at
how
you
change
what
grants
are
offering
based
on
as
you
go
through
different
funding
rounds.
You
know
your
strike
price
is
a
series.
A
company
is
going
to
be
very
different
than
your
strike
price
as
a
series
D
and
so
communicating
what
that
means
to
people.
I.
Think,
assuming
that
everybody
understands
equity
can
be
one
of
the
first
mistakes
made.
F
Some
people
might
not
negotiate
equity
because
they
don't
know
what
its
value
could
be.
So
making
sure
that
they're
clear
on
that,
making
sure
that
you
know
it's
it's
fair
and
equitable
across
the
board
too.
So
you
know
we
have
our
comp
calculator
that
outlines
base
salary,
and
then
we
have
our
equity
calculator.
That
says
specifically
how
many
number
of
options
for
each
role
in
that
level
you
receive,
and
that
helps
with
that.
F
You
know,
structure
of
making
sure
that
everybody
has
fair
compensation
and
they
know
what
to
expect
so,
even
with
respect
to
equity,
putting
out
training
communicating
that
or
over
communicating
that
in
the
recruiting
process
is
you
know,
super
vital
to
make
sure
that
somebody
understands
their
total
package
and
not
just
their
base
salary
component.
How.
F
F
You
know
we
have
legal
language
around
that
as
well
to
make
sure
that
you
know
this
is
just
what
we
hope
would
happen,
and
you
know
with
people
working
at
the
company
contributing
to
our
goal,
and
you
know
our
mission
that
hopefully
won't
be
what
the
course
of
action,
but
there
is
always
a
downside
to
equity.
So
looking
at
it
from
both
sides
of
that
coin
and
not
over
communicating
like
hey,
we
could
go
public
and
it
could
be
worth
10
million
dollars.
You
know,
that's
not
the
best
way
to
talk
about
it.
D
So
a
lot
of
folks
in
the
audience
are
early-stage
founders
and
I
realize
there
may
be
kind
of
a
little
bit
of
a
later
stage
bent
here,
but
for
early-stage
founders,
maybe
20
people
30
people
or
less.
What
are
your
suggestions
on
how
to
build
and
manage
remote
teams
when
things
change
fast
right,
like
we
know
that
these
are
super
dynamic
companies?
So
how
do
you
manage
the
the
reality
of
the
business
with
the
desire
to
build
a.
E
Brief
you
talk
about
the
like
managing
a
remote
team,
so
Miro
is
where
a
visual
visual
collaboration
start
up.
We
have
about
3
million
users,
including
like
basada
digital
whiteboard,
and
expand
it
from
there.
So
a
lot
of
product
development
use
cases
a
lot
of
design,
thinking,
use
cases
a
lot
of
key
tools
around
managing
workflow
and
planning
and
your
scrums,
and
so
we
think
we're
a
key
part
of
the
toolkit.
E
Obviously
zoom
is
a
key
part
of
your
toolkit
slackers
and
keep
out
of
your
toolkit
there's
more
some
more
boutique
products
for
different
workflows,
but
really
picking
the
modern
toolkit.
That's
supporting
all
this
making
remote
work,
it's
gonna
be
huge
and
that
wave
is
happening
everywhere,
we're
part
of
it
and
we're
seeing
it
grow
in
every
company
fully
remote
distributed.
But
do
you
have
a
collaboration
tool
kit
that
matches
your
workflow
and
they
exists
if
you're
not
using
those
things
now,
I
would
really
reach
out
and
make
sure
you're
picking
up
on
them
and.
F
Forget
labaki
was
being
iterative
in
our
projects
too,
so
not
taking
a
project,
and
you
know
planning
it
out
for
six
months
and
implementing
it
at
the
end,
but
instead
taking
small
steps
to
the
end
result
since
the
end
results
of
the
project
could
change
30
times
in
a
six
month
period
for
a
dynamic.
You
know
especially
smaller
startup,
but
even
at
a
larger
scale.
G
That's
also
huge
when
we
think
about
you,
know
new
hires
and
hiring
too,
because,
like
we
go
back
to
the
level
of
documentation
that
we
were
talking
about,
it's
it's
so
important
that
someone
starting
out
can
can
jump
in
and
see
the
history
of
a
project
and
what
those
iterations
were
and
exactly
what
decisions
were
made,
because
it's
all
documented
for
us
and
I
get
lab
issue.
Or
you
know
somewhere
in
the
handbook.
G
It's
it's
all
there
for
them
to
be
able
to
access
and
know
where
we
left
off,
and
that
also
helps
the
way
that
we
communicate,
which
is
asynchronously
when
possible.
It
so
that
we
can
kind
of
address
those
time
zone
issues
and
be
able
to
pick
up
on
projects
and
collaborate
in
that
way.
So
it's
really
important
to
be
able
to
kind
of
go
back
to
some
of
those
practices
and
have
that
be
your
basic.
H
Yeah
I
would
echo
most
of
them.
Zoom
is
it's
so
funny.
We
work
with
a
lot
of
vendors
and
it
usually
at
some
point:
the
vendors
go
you're
the
only
people
who
use
Ohm's
with
that
your
videos
are
always
on
and
it's
just
kind
of
a
rule,
an
unwritten
rule,
but
you
know
we
always
have
our
video
on.
We
do
use
slack
a
lot
all
that
you
can
get
caught
in
slack,
hell,
I
think
sometimes
I
just
deleted
about
15
channels.
Yesterday,
I
was
just
so
frustrated
with
it,
and
then
we
do
these
Docs.
H
Everything
that
we
do
is
in
a
dock.
So
when
an
idea
comes
up,
we
start
generating
a
dock
around
how
we're
gonna
develop
whatever
it
is
that
we're
gonna,
you
know
develop,
will
bring
five
people
into
that
dock.
My
team
is
about
50,
I.
Think
right
now,
so
there'll
be
five
people
who
will
be
working
on
that
project.
H
I've
never
been
a
real
big
dock
person,
I
like
to
get
in
a
room
with
a
slide
deck
and
talk
and
leave
with
action
items
and
that's
not
as
easy
to
do
over
zoom,
but
when
you
can
go
into
a
ZocDoc
and
everybody
can
have
their
own
thoughts
and
ideas
and
questions.
And
how
is
this
going
to
work
it?
It's
really
become
for
me,
an
invaluable
tool
that
I
really
love,
and
it's
been.
It's
been
great
for
our
productivity.
D
D
Let's
maybe
zoom,
out
a
little
bit
and
kind
of
refocus
on
the
candidate
experience,
because
ultimately,
what
we're
doing
is
we're
trying
to
recruit
people
to
our
companies
and
we,
you
know
as
much
as
we
want
to
be
efficient
and
get
as
much
done
in
a
day
as
possible,
you're
all
competing
right
technically
for
the
same
people.
So
how
do
these
processes
and
tools
shape?
D
You
know
the
candidate
experience
the
employer
brand
like
talk
a
little
bit
more
about
the
other
side
of
the
equation
and
kind
of
the
goals
and
the
intent
how
you
measure
it.
What
really
goes
into
a
world-class
experience,
because
you
can't
bring
them
into
a
room
like
this,
something
that's
beautiful,
you're,
not
interacting
with
them
face
to
face
they're,
not
walking
the
hall
they're,
not
getting
the
vibe,
not
seeing
the
cafeteria
or
whatever
you
know
lunch
deliver,
even
you!
So
there's
a
little
bit
of
that
kind
of
lost
moment
to
bond
with
them.
D
H
We
use
green
house
and
it's
got
a
great
kind
of
auto-generated
candidate
follow-up
so
as
we
move
them
through
each
stage
when
they
apply,
they
get
a
video
of
who
we
are,
if
they're
our
sales
rep.
When
they
go
to
the
first
interview,
they
get
a
little
document
around
all
of
our
use
cases
if
they
move
to
the
next
stage,
they'll
get
something
else
about
our
source
code
and
our
values,
and
so
we
kind
of
place
those
there
because,
based
on
our
interviews,
they
have
these
very
specific
things
that
they're
going
to
do.
H
One
of
those
is
if
they
were
meeting
with
the
hiring
manager,
the
hiring
manager
is
going
to
ask.
So
if
you
checked
out
our
use
cases,
that's
why
we
put
that
in
there
we're
not
telling
them
that
they
need
to
read
it,
because
this
is
going
to
be
part
of
the
interview,
but
we
want
them
to
hopefully
get
excited
about
the
company
in
the
use
cases,
and
so
we
we
nudge
them
in
that
direction,
and
you
know
90,
plus
percent
of
the
people
tend
to
have
said.
Oh
yeah,
I
read
your
use
cases.
H
H
You
know
we'll
only
do
8
900
hires
this
year,
but
we
get
a
hundred
and
fifty
thousand
applications
which
is
off
the
chart
for
a
company
of
our
size,
and
so
that
means
we're
going
to
reject
one
hundred
and
forty
nine
thousand
two
hundred
people,
and
so
how
do
we
do
that
in
a
very
thoughtful
way?
From
the
very
first
step
and
through
the
process,
we
really
try
to
think
about
her
communications,
and
you
know
what
we,
what
we
share
with
people
so
I
think.
G
It's
funny
we
talk,
I,
think
the
video
kind
of
interview
process
gets
kind
of
a
bad
rap.
It's
it's
kind
of
sometimes
seen
as
a
lesser
experience,
but
in
many
ways
it's
like
it's
so
much
more
convenient
for
both
parties.
It's
it's
more
inclusive
you're,
not
requiring
people
to
travel
somewhere
where
they
their
situation,
may
not
allow
for
that
or
it
may
be
difficult.
G
So
it
really
does
like
allow
not
only
that
convenience
factor
for
both
parties,
but
then
it
it
gives
them
a
taste
like
for,
for
us,
we're
gonna
be
working
all
remote
and
your
everyday
would
be
communicating
with
someone
through
a
video
chat.
So
knowing
in
that
interview
process
whether
or
not
that's
something
that
works
for
you
is
extremely
important.
G
You
know
we
don't
want
someone
to
continue
on
through
the
process
if
that's
not
gonna
be
a
good
fit
for
them,
and
you
know
I
think
it's
important
for
us
to
be
able
to
go
out
there
and
model
that
and
in
a
lot
of
ways.
If
you
bring
someone
into
an
office
for
an
interview,
it's
not
exactly,
you
know
you
might
be
showing
them
the
best
of
the
best
of
your
company,
but
it
may
not
be
an
accurate
reflection
of
what
it's
actually
going
to
be
like
on
a
day-to-day
basis.
G
But
for
us
the
candidate
experience
also
goes
back
to
that
heavy
level
of
documentation,
and
we
really
try
also
to
keep
the
timeframe
short
as
much
as
possible.
So
if
you
think
about
interviewing
in
an
office
setting
you're
not
going
to
bring
someone
in
like
three
four
or
five
different
times
to
interview
them,
you're
going
to
try
to
like
kind
of
keep
it
either
to
one
day
or
maybe
one
more
final
round
interview.
G
So
we
try
to
sort
of
mimic
that
in
the
remote
setting
as
well
and
ask
our
our
internal
team
members
to
really
prioritize
those
interviews
so
that
we
can,
if
we
can
fit
their
sessions
in
with
our
team
within
like
a
two-week
period,
because
we
don't
want
it
to
be
kind
of
an
uncomfortable
situation
where
they're
just
interviewing
one
week
and
then
two
weeks
later,
they've
got
one
more
and
we
really
try
to
tighten
up
that
timeline
so
that
it's
the
best
experience
it
can
be
for
them.
Yeah.
F
And
then
carrying
that
experience
through
when
somebody's
hired
too
so
making
sure
the
same
experience
that
they
had
with
over
communication
or
communication
as
an
applicant,
you
have
as
a
new
hire
through
your
onboarding
process.
Onboarding
remotely
for
some
may
feel
lonely
if
it's
not
done
in
a
way
where
they
have
resources
that
are
useful
for
them
to
feel
connected.
We
use
coffee,
chats
or
you
know,
first-day
syncs,
with
your
manager.
F
H
A
quick
story
about
the
zoom
interview:
I
was
interviewing
a
woman
and
her
three-year-old
daughter
ran
up
and
looked
in
the
mirror
she
was
mortified
like
this
was
the
worst
thing
that
happened
and
I
laughed
and
I
said
this
is
so
common.
This
happens
every
day
we
have
people
on
my
team
that
literally
are
holding
their
baby
or
you
know
their
dog
or
cat
walks
across
the
screen,
and
it's
just
normal
life
happens
where
work
happens
for
us
right
and
right.
H
E
Would
also
say
for
super
early
stage,
folks
think
about
the
candidate
experience
I,
probably
you're,
not
thinking
about
count,
experience,
you're,
doing
think
about
everything
like
so
many
things
and
you're
dealing
with
candidates
and
one-off,
but
you're,
not
thinking
about
there's
an
experience
behind
all
those
one-off
interactions
and
so
taking
30
minutes
just
to
jot
down
on
the
back
of
a
napkin
design.
It
give
yourself
a
time
box,
30
minutes
say
what
I
want
the
kind
of
experience
to
be
and
by
mapping
that
out.
E
You'll
start
emphasized
more
with
your
customer
in
this
sense
and
you'll
map
out.
Oh
yeah,
I
should
put
all
those
meetings
in
two
weeks
or
maybe
I
could
do
an
aha
moment
like
not
only
am
I
gonna
pitch
them
over
zoom
I'm
gonna
get
one
of
our
board
members
or
advisors
to
pitch
Azim
when
I
interviewed
it
at
Mero.
They
set
up
time
with
me
and
a
general
partner
in
Excel
who
did
a
series
a
and
I
like
wow.
This
is
a
serious
thing,
those
aha
moment
for
me.